Managing Sticky Situations at Work

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Sticky Situations in Meetings 111SAY IT JUST RIGHT MEETINGKaren calls a special meeting of the board at Karl’s request.‘‘I appreciate your taking time from your busy schedules for thismeeting,’’ Karl begins. ‘‘Our last meeting left me feeling frustrated.Because I’m so excited about what we can accomplish at Camp FreeFor All, I wanted to get together again and see if we can iron out ourdifferences.’’ (Joins feeling with fact and specifies the problem.)‘‘We aren’t differing with you, Karl,’’ says Brenda. ‘‘It’s just that wewant to take things a bit slower.’’‘‘I get that. I put too much in front of you at once. You weren’tready for such an aggressive move. I misunderstood, thinking that’swhy you hired me, but apparently I was moving too fast. I’m curiousto know what your vision for the camp is. I’ve shared mine, but itoccurred to me that this board has never set a vision.’’ (Invites theboard to talk.)Members start talking about what they want for the camp. Longtimemembers reminisce about the early days. While they talk,Karl tosses in questions for clarification. Everyone participatesand soon the energy level in the room rises. People laugh. They jokewith one another. Karl feels the shift. At the end, they come up witha joint vision statement that everyone endorses. Jack recommends thatthey put that statement on all their printed materials, and everyoneagrees.Karl asks about meeting informally for a few weeks until they all getmore comfortable with each other. ‘‘I want to maintain the energy Ifeel in the room today.’’ (Resolves the problem.)ANALYSISKarl does not expect the clique to disappear overnight. He hopes,however, to dilute it by bringing the other board members into thediscussion. If the clique continues to dominate, he may have toaddress that problem separately by talking to Karen and soliciting hersupport to put a stop to the informal discussions outside the scheduledmeetings.Karl did several good things when he reconvened. He took responsibilityfor the failed board meeting. He attributed the problems tohis own newness to the board. Then, he opened up discussion,and he listened quietly while members spoke. He also gave the oldboard members an opportunity to share the history of the camp.Doing so helped the newer members, himself included, to gain an
112 Managing Sticky Situations at Workunderstanding of the camp’s culture. He did not bring up his desire tohire the administrative assistant. He now recognizes that he cannotbroach decision making until this board is ready. The heightenedenergy and sharing will move the group into the Norming Stage. IfKarl exercises patience (which is hard for a Bold), he will gain the trustof the board and be able to assume the administrative operations ofthe camp.STICKY SITUATION #14:THE VIRTUALLY IMPOSSIBLE TEAMAlbertworksforaninternationalwirelesscompany.He’sbeenrecently given the job of managing a virtual team of 53 IT professionals.Their project is to roll out a new software applicationto 45,000 employees throughout the world. Albert recognizes thathis team consists of busy professionals doing other things. Hisproject adds one more task to their already overflowing plate.Furthermore, his boss told him that the timeline is uncompromising.They must have the software rolled out in eight weeks, andthey cannot request additional resources to do so.Albert divided the larger project team into five geographicalwork groups. These virtual groups represent different parts ofthe company in different parts of the world. After Albertassigned certain managers and technicians to each group, hescheduled the first virtual group meeting by telephone. Duringthat meeting he explained the project. He listened to their complaintsabout the short time frame and how the project will disruptbusiness, but he did not respond to these concerns. He hasnow set up another conference call to begin planning the rolloutin phases even though he knows the groups are still contentious.STAGE OF TEAM DEVELOPMENTAlbert is working with five virtual teams in the Forming Stage. Inthe first meeting he oriented each smaller group to the project itself.He allowed them to vent, but he did not give them ample time toorient to each other within their smaller groups. As Albert sees it, hemust focus on his agenda; otherwise, they will overshoot the timeline.Albert’s job is on the line. He agreed to take responsibility for thisproject, and he must show leadership to enable the teams to
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ContentsIllustrationsviiAcknowledgm
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AcknowledgmentsAs a disclaimer, all
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xiiIntroductionis the word that oft
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xivIntroduction4. You supervise a g
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Chapter 1The Say It Just Right (SIJ
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The Say It Just Right (SIJR) Model
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Chapter 2Personality OverlayAtthiss
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Personality Overlay 19BOLD PERSONAL
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Personality Overlay 21energy seems
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Larry is clearly a Technical person
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Personality Overlay 25‘‘John kn
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Personality Overlay 27Resolve the I
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Her intent with this question was n
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202 Appendix 14. True5. False6. Fal
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204 Appendix 1Strategic interviewer
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206 Appendix 2360 By Design®—Des
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IndexAdjourning Stage in groups, 10
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Index 211hot seat, 35-39How Good a
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Index 213Teenage Daughter Is Busted
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